Transformers

5.2 Reliability and Project Perfomance

Methods like, Kaizen, 5S and methods and tools from Six Sigma e.g. DMAIC circle, FMEA, IPO are helpful in supporting this continuous improvement process (g. 5.2-3). Management commitment Every manager in a company also bears responsibility for quality. Thus, each managers actions must be characterized by a high level of quality awareness. The level of commitment shown by all levels of management in the event of quality problems, the establishment of quality demands and the creation of targeted quality controls in day-today work together produce a culture in which there is a high level of quality. Control and support role of the quality manager The role of the quality manager is of fundamental importance for well-running processes. The quality manager combines a supporting role with that of a neutral controller. Quality management must be directly involved in processes and projects. The independence of the quality department and individual quality managers in the processes and projects must be guaranteed and agreed by top management. Conclusion The quality of a transformer is based on the quality of all processes that are necessary from project acquisition to project closing. The quality of the processes depends essentially on people. Only well-trained and motivated employees are able to guarantee that a process will be performed with a high degree of quality.

5.3 Transformer Loss Evaluation

The sharply increased cost of electrical energy has made it almost mandatory for buyers of electrical machinery to carefully evaluate the inherent losses of these items. For distribution and power transformers, which operate continuously and most frequently in loaded condition, this consideration is especially important. As an example, the added cost of loss-optimized transformers can in most cases be recovered via savings in energy use in less than three years. Low-loss transformers use more and better materials for their construction and are thus intially more expensive than low-cost transformers. By stipulating loss evaluation gures in the transformer inquiry, the manufacturer receives the necessary incentive to provide a loss-optimized transformer rather than the low-cost model. Detailed loss evaluation methods for transformers have been developed and are described accurately in the literature. These methods take the project-specic evaluation factors of a given customer into account. A simplied method for a quick evaluation of different quoted transformer losses makes the following assumptions: The transformers are operated continuously. The transformers operate at partial load, but this partial load is constant. Additional cost and ination factors are not considered. Demand charges are based on 100 % load. The total cost of owning and operating a transformer for one year is thus dened as follows: Capital cost (CC), taking into account the purchase price (Cp), the interest rate (p) and the depreciation period (n) Cost of no-load loss (CP0) based on the no-load loss (P0) and energy cost (Ce) Cost of load loss (CPk) based on the load loss (Pk), the equivalent annual load factor (a) and energy cost (Ce) Cost resulting from demand charges (Cd) based on the amount set by the utility and the total kW of connected load (g. 5.3-1) The following examples show the difference between a low-cost transformer and a loss-optimized transformer (g. 5.3-2). Note that the lowest purchase price is unlike the total cost of ownership.

Dene Check
DpMO 7000 6000 5000 4000 3000 2000 1000 0 PONC x 1000 RMB

Our process should be like this

140 120 100

DpMO NCC

Measure

Are we improving?

DMAIC circle

How far are we from the goal

Improve

Analyze

What must be done in order to achieve the goal

What is preventing us to fulll the requirements

Fig. 5.2-3: DMAIC circle

ANSI Standard C57.117, 1986, Guide for Reporting Failure Data for Power Transformers and Shunt Reactors on Electric Utility Power Systems.

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Siemens Energy Sector Power Engineering Guide Edition 7.0